Industry Pricing Resources |
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For most of 2011, news of broad economic uncertainty and low consumer price inflation belied significant wholesale price inflation. Vendavo Business Consultant Alex Hoff explores how to disciplined pricing on the downslope can mitigate downward pricing pressure.
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Many companies realize the bottom-line impact to be gained through effective pricing; yet far too many try to get away with minimal investment in their pricing infrastructure. The end result is investments with diminished results over time and companies falling short of their profit potential.
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This article serves to walk readers through the historic evolution of pricing segmentation and discuss how emerging technologies are now enabling breakthroughs in this field in actual practice.
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Executives tend to require a high standard of proof before agreeing to a new pricing action because the consequences are so weighty for a business. But managers who clearly understand their competitive business strategy, and who take a highly quantitative, fact-based pricing approach,can meet this high burden of proof.
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Dramatic energy and commodity price volatility, unprecedented turmoil in the financial markets, and relentless downward pressure on product prices are putting an incredible strain on profits of companies across industries, and manufacturing companies are no exception.
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This article in the CFO magazine draws upon practical experiences of a Vendavo customer, Emerson, to highlight the value of pricing. The article discusses the business challenges that Emerson faced and how the company leverages pricing as one of its core strategic initiatives to improve profits. The article also provides an overview of the price management and optimization software processes and the market through insights of leading industry analysts such as Gartner.
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Strange as it sounds, most IT execs and many business leaders haven't made setting the right prices of the products and services their companies sell a top strategic priority. But pricing is moving up the IT priority list at more companies. It's gaining particular attention in business-to-business markets, where factors from maturing technology to a return-to-growth mentality are driving change.
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Tighter markets and rising raw material costs are giving sellers leverage to raise prices, and more producers say they are willing to give up any accounts that result in low or negative margins. There is also a growing trend to structure contracts to include value-added items, such as R&D and technical service. Rising raw material costs and pricing power among customers continue to put pressure on specialty chemical profits, and those costs are forecast to continue rising.
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The one-two punch of cyclical and newer factors has eroded corporate pricing power and forced frustrated managers to look in every direction for ways to hold the line. In such an environment, managers might think it mad to talk about raising prices. Yet nothing could be further from the truth. We are not talking about raising prices across the board; quite often, the most effective path is to get prices right for one customer, one transaction at a time, and to capture more of the price that you already, in theory, charge.
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In an era of highly charged global competition, rising material and energy costs, and a shaky economic outlook, manufacturers of all sizes and types are faced with the prospect of significantly thinner margins. Cost-cutting measures and lean manufacturing efforts can stanch only so much of the runoff, however, and most manufacturers have already searched high and low for every conceivable advantage when it comes to remaining profitable.
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